CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 1 -
MISSION STATEMENT
The City of La Verne
strives to maintain a full range of efficient municipal services to preserve our hometown charm and quality of life
while being responsive to the community’s
current and emerging needs.
Notes: Key Phrases and Concepts
- Employees Core of City Services
- Safe Community
- Recognize Parks
- Diverse Community
- Inclusion
- “FOSTERING”
- Sense of Community/ Heritage
- Belonging/Welcoming
- A Place to Call Home
- Rooted in Tradition- Driven by Innovation and Inclusion
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 2 -
STRATEGIC VALUES
Services
Hometown Virtues
Quality of Life
Responsiveness
Sound Leadership
Quality of Life
Prudent Financial Management
Teamwork
Pride
Notes: Key Phrases and Concepts
- Commitment to Service
- Compassionate
- Welcoming/Belonging
- Preserving History while Promoting Innovation
- Historical Preservation
- Community Feel
- Tradition
- Community/Stakeholder Engagement
- Prudent Financial Management
- Open Government
- Collaboration
- Encouraging Innovation
- Fiscal/Resources Stewardship
- Sustainability
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 3 -
STRATEGIC PRIORITIES BRAINSTORMING
➢ Modernization (Codes, Policies & Procedures, City Building) ➢ Structurally Balanced Budget/ Financial Stability
➢ Economic Development
➢ Regional Collaboration
➢ Resilient Infrastructure
o City Building
➢ Stakeholder Engagement
o Internal/External Partnerships
o Staff/Employees
➢ Workforce Development
➢ Service Improvement Alongside Emerging Needs
➢ Adaptive Public Safety
o A-Line
o Public Works
o Policy Department
o Fire Department
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 4 -
PROPOSED STRATEGIC PRIORITIES (4-6)
PROPOSED GOALS TO MEET STRATEGIC PRIORITIES
(Recommend choosing 3-5)
➢ Financial Stability/Structurally Balanced Budget
o Economic Development
▪ Attracting Businesses
▪ Empty Lots
o Working with Landlords
o Diversify Funding Streams
▪ Sales Tax
▪ Grants
o Cost Recovery for City Services
o Regionalization
o Stakeholder Engagement
▪ Unions
▪ Business Associations
▪ Chamber of Commerce
▪ Residents
➢ Stakeholder Engagement
o Resident University
o Employee University
o Community Events (e.g. Christmas, 4th of July, Parks and Recreation) o Formalizing Partnerships
o Workforce Development
o Fostering Ownership
o Media/Communication with Stakeholders
➢ Adaptive Public Safety
o Regional Dispatch/Policing
o Regional Training
o Technology Driven
o Disaster Preparedness
o Collaborative Response
o Human Services
o Legislative/Grant Advocacy
o Risk Analysis
o Focus on:
▪ Metro A-Line
▪ Public Works
▪ Human Services
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 5 -
▪ Homelessness
▪ Special Events (e.g. Olympics)
▪
➢ Resilient Infrastructure
o Streets
o Sewer
o Trees
o IT (e.g. Cybersecurity, Computers…)
o Lighting
o Pedestrian Overpasses
o Cell Tower
o Equipment/Tools
o Furniture
o Building
o City Buildings
o Parks
o Fueling Station
*Consideration: Grouping Internal City Infrastructure (IT, Furniture, City Building, Fueling Station) vs. City-at-Large Infrastructure (Sewer, Streets, Lighting, Cell Tower)
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 6 -
SWOT Exercise
STRENGTHS
Abundant Tree/Nature
Space, Offer more park
space per capita
statewide, Beautiful
open space
Small City=
Nimble/Agility, can
move/change fast
Strong School District Community
Satisfaction with
Streets
Good working
environment
Access to Quality
Water
Friendly Atmosphere Strong Community
Engagement
Strong employee
connection to
community
Efficiency- Lean
Operations
Full-Service City Honest
Relationship with
State, Assembly
Thoughtful Fiscal
Discussion/ More
Financially involved
More aware of state &
federal
Adaptable
Council works well
together
Transparent
Staff feels supported
by City Council
Good understanding of
city operations
Well-kept hometown
feel
Responsive
Pride We truly care about the
people and the City
Highly trained staff Revenues are
increasing
Residents love where
they live and care
Relationship with COG
Staff Collaboration
Community support Community Oriented
Route 66 New LV Station
ULV in town Strong Partnership with
local entities
WEAKNESSES
Rising Employee
Costs/CalPERS
Aging
Infrastructure/Deferred
Maintenance
Limited Internal
Resources/Staffing
Turnover
Built Out City
Need for FT Grant
Writer/Pro
Lack of Economic
Development
Small Town
Philosophy/Perspective
Social Media Presence
Succession Planning
(Council/Commissions)
Outreach/External
Communication
Limited/Unsustainable
Revenue Resources
Regular/Frequent
Communication
Too many non-profits
not paying taxes
Competing Priorities
Expectations vs.
Reality
Lack of County
Collaboration
Slow modernization Vacant Businesses
Succession Planning
(Staff)
Lack of Competitive
Pay
Limited Retail Base Homeless Funding
Sources
Name Recognition
“Where is La Verne?”
CITY OF LA VERNE
Strategic Planning Notes
May 17, 2025 Session
- 7 -
OPPORTUNITIES
Annexation A-Line
TOD Area Partnerships &
Relationships with
State & Federal
Regional Partnerships*
To pool resources
Employee
Development
Leveraging Best
Practices of Model
Agencies and funding
mechanism
Extend the downtown
nightlife hours &
develop entertainment
district
Events: Fairgrounds,
Drag Races, Olympics
Grant Funding
Diversification
Sales Tax Airport Development
Car Dealerships
(partner with ULV)
Country Club
Housing/Businesses
around Gold Line
Upgrading Shopping
Centers
Paid Parking Talented Staff to drive
innovation
Engaged Educated
Residents
Attracting new
businesses
Chambers/DBID
*University of La Verne, Corporations, Fairplex,
Lutheran High, MWD, School District, Parks &
Recreation, Local Businesses
THREATS
Possible increased
crime with A-Line
Regional pass through
traffic
Litigation Insurance
Unknown Liabilities Conservation
Requirements
Inflation Tariffs Unknown
Financial Stability External Funding
Mental Health Issues Homelessness
Cybersecurity Water/Sewer
Infrastructure
Businesses choosing
neighboring cities
Diminishing Gas Tax
Loss of revenue due to
ADU mandates
Economic Uncertainty
Commercial property
redeveloped to
residential
ULV’s decreased
enrollment
Increased wildfire
threats
Contractual business
obligations (prohibiting
new businesses)
Competitive wages
and increased
employee costs
Low income
requirements
Increase public safety
will need more service
State & Federal
legislation
Public perception
(need for educating
residents)
Unfunded state
mandates
CalPERS/UAL Aging Infrastructure
Increased services to
address homelessness
Wildland urban
interface
Loss of local control
due to State and
County regulations
Lack of revenue
generating businesses
Potential reduction in
state or federal funding
LA County’s Budget
Deficit
LA County Courts, DA,
& Board
State of CA
Catastrophic Events
(Natural Disaster &
others)
CalPERS
Lack of utilities